Employee Motivation in an Organization

ASSINGMENT- ON

16-11-2009

SUBMITTED BY SUHAIL AKHTER MBA-I(B)

MOTIVATION Motivation is the activation or energization of goal-oriented behaviour. Motivation may be intrinsic or extrinsic. The term is generally used for humans but, theoretically, it can also be used to describe the causes for animal behaviour as well. This article refers to human motivation. According to various theories, motivation may be rooted in the basic need to minimize physical pain and maximize pleasure, or it may include specific needs such as eating and resting, or a desired object, hobby, goal, state of being, ideal, or it may be attributed to less-apparent reasons such as altruism, morality, or avoiding mortality.

MOTIVATIONAL CONCEPT

Intrinsic motivation comes from rewards inherent to a task or activity itself - the enjoyment of a puzzle or the love of playing. This form of motivation has been studied by social and educational psychologists since the early 1970s. Research has found that it is usually associated with high educational achievement and enjoyment by students. Intrinsic motivation has been explained by Fritz Heider's attribution theory, Bandura's work on self-efficacy, and Ryan and Deci's cognitive evaluation theory. Students are likely to be intrinsically motivated if they:

Extrinsic motivation comes from outside of the performer. Money is the most obvious example, but coercion and threat of punishment are also common extrinsic motivations.

In sports, the crowd may cheer on the performer, which may motivate him or her to do well. Trophies are also extrinsic incentives. Competition is in general extrinsic because it encourages the performer to win and beat others, not to enjoy the intrinsic rewards of the activity.

Social psychological research has indicated that extrinsic rewards can lead to over justification and a subsequent reduction in intrinsic motivation. In one study demonstrating this effect, children who expected to be (and were) rewarded with a ribbon and a gold star for drawing pictures spent less time playing with the drawing materials in subsequent observations than children who were assigned to an unexpected reward condition and to children who received no extrinsic reward.

COCA-COLA

INTRODUCTION

Coca-Cola is the most popular and biggest-selling soft

drink in history, as well as the best-known product in

the world. Created in Atlanta, Georgia, by Dr. John S.

Pemberton, Coca-Cola was first offered as a fountain

beverage by mixing Coca-Cola syrup with carbonated

water. Coca-Cola was introduced in 1886, patented in

1887, registered as a trademark in 1893 and by 1895 it

was being sold in every state and territory in the

United States. In 1899, The Coca-Cola Company began

franchised bottling operations in the United States.

Coca-Cola might owe its origins to the United States,

but its popularity has made it truly universal. Today,

we can find coca-cola in virtually every part of the

world. The Coca-Cola Company markets more than

2600 beverage products and operates in more than

200 countries. This includes sparkling and still

beverages, such as water, juices and juice drinks, teas,

coffees sports drinks and energy drinks. Four of the top

five sparkling beverage brands are: Coca-cola, diet

coke, Sprite and Fanta.

Available in the following flavors: Cola, Cola Green Tea,

Cola Lemon, Cola Lemon Lime, Cola Lime, Cola Orange

and Cola Raspberry.

AWARDS:

AWARDS:

GOlden Peacock National Quality Award 2003

Vijayawada, March 13, 2004: Hindustan Coca-Cola

Beverages Private Limited (HCCBPL) announced that its

Atmakuru unit in Guntur District, Andhra Pradesh has

been awarded the prestigious "Golden Peacock

National Quality Award 2003" for excellent quality

standards, high productivity and Community

relationships.

Golden Peacock National Quality Award 2004

Coca-Cola India Division President, Mr. Sanjiv

Gupta(seen top, extreme right in the photograph)

receiving the Golden Peacock National Quality Award

2004 along with the Coca-Cola team at the 15th World

congress on Total Quality in Mumbai on January 14,

2005.

Government Acknowledges Coca-Cola’s Concern for

The Disabled

Chennai 16th August 2004: Hindustan Coca-Cola

Beverages Pvt. Ltd. has been honoured as the ‘BEST

PRIVATE COMPANY’ in the State by the Government of

Tamil Nadu for its contribution to the communities in

providing employment opportunities to physically

challenged people.

Patna Unit wins CSR Award 2004-05!

Patna Unit has been awarded 'Corporate Social

Responsibility Award' for the year 2004 05 by the J.M.

Institute of Speech and Hearing, Patna. The award was

given to the Patna Unit for the continued support

provided towards upliftment of physically challenged

children.

World Environment Foundation Awards - 2005 Golden

Peacock

Environment Management Award to Kaladera unit

The World Environment Foundation (WEF) awarded

the prestigious Golden Peacock Environment

Management Award 2005 (GPEMA) to the Coca-Cola

bottling plant at Kaladera, near Jaipur, in recognition of

its world-class environment practices.

The Golden Peacock Environment Management Award

The GPEMA is designed to encourage and recognize

effective implementation of environmental

management system and this achievement has been

made possible by the plants adherence to Coca-Colas

total quality program called The Coca-Cola Quality

system (TCCQS). TCCQS is all encompassing

management system (Total Quality) covering

environment management and other business aspects

such as safety and loss Prevention (SLP), product

quality, packaging quality, process capability

improvement and customer satisfaction.

Coca-Cola honoured with 'Best Management Award' by

the Government of Andhra Pradesh

Hindustan Coca-Cola Beverages Pvt. Ltd. has been

honoured with the 'BEST MANGEMENT AWARD' in the

State by the Government of Andhra Pradesh for its

people's management practices following a review by

the State Labour Department. Mr. Y.S. Rajasekhara

Reddy, Honourable Chief Minister of Andhra Pradesh

will present the award to the company at a simple

function in Hyderabad on the occasion of Labour Day,

May 1, 2005.

Best Organisation Award to Coca-Cola India - giving

equal opportunity to differently-abled people.

The State Government of Uttar Pradesh, under the

aegis of Directorate,Handicapped Welfare conferred

Hindustan Coca-Cola Beverages Pvt. Ltd.,Varanasi with

the Best Organisation Award for allowing differently-

abled people to prosper & carve a niche for themselves

in the professional world.

All India Division COBO’s are now ISO 14001 certified

All 25 of the India Division’s Company-owned bottling

plants have gained the international standard ISO

14001 Environment Management System certificate.

The ISO 14001 certificate is the internationally

recognized standard of Environmental Management.

COMPANY PROFILE:

COCA-COLA IN INDIA

Brings back fizz to India:

Coca-Cola, the corporation nourishing the global

community with the world’s largest selling soft drink

concentrates since 1886, returned to India in 1993

after a 16 year hiatus, giving a new thumb up to the

Indian soft drink market. In the same year, the

Company took over ownership of the nation’s top soft-

drink brand and bottling network. It’s no wonder coca-

cola brands have assumed an iconic status in the minds

of the world’s consumers.

A healthy growth to Indian economy:

Ever since, Coca-Cola India has made significant

investments to build and continually consolidate its

business in the country, including new production

facilities, waste water treatment plants, distribution

systems, and marketing channels.

Coca-Cola India is among the country’s top

international investors, having invested more than US$

1 billion in India in the first decade, and further

pledged another US$100 million in 2003 for its

operations.

A pure commitment to the Indian economy:

The Company has shaken up the Indian carbonated

drinks market greatly, giving consumers the pleasure of

world-class drinks to fill up their hydration,

refreshment, and nutrition needs. It has also been

instrumental in giving an exponential growth to the

country’s job listings.

Creating enormous job opportunities:

With virtually all the goods and services required to

produce and market Coca-Cola being made in India,

the business system of the Company directly employs

approximately 6,000 people, and indirectly creates

employment for more than 125,000 people in related

industries through its vast procurement, supply, and

distribution system. The Indian operations comprises

of 50 bottling operations, 25 owned by the Company,

with another 25 being owned by franchisees. That

apart, networks of 21 contract packers manufacture a

range of products for the Company.

HERITAGE:

This magic runs throughout our rich heritage, which

continues to fascinate and delight people all over the

world. Every year, over a million people travel

thousands of miles to visit The World of Coca-Cola

Atlanta. They walk through rooms filled with

memorabilia to see and hear of how our Company

grew from a wonderful idea, into a great global

business.

CORPORATE GOVERNANCE

INDIA ADVISORY BOARD (IAB):

Coca-Cola India has set up India Advisory Board to

guide the company on various issues including future

strategies, corporate citizenship, and corporate

governance. Naresh Chandra is the chairman of the

broad.

HEALTH AND WELLNESS ADVISORY COUNCIL (HWAC):

Coca-Cola Company believes that Industry has a role to

play in helping the Indian consumers lead healthier

lives. Coca-Cola is committed to develop and launch a

portfolio of health & wellness products that enable the

Indian consumer to lead healthier lives. The Health &

Wellness Advisory Council (H&WAC) shares this belief

and will guide and assist Coca-Cola in India to: Identify

& highlight the evolving nutritional needs of Indian

Consumers Suggest viable health & wellness solutions

for beverage applications as desired by the consumers

Support consumer education programs that promote

healthy & active life style.

CODE OF BUSINESS CONDUCT:

To reaffirm our commitment to ethical behaviour as an

organization and as individuals, company issued a

revised Code of Business Conduct in 2002 to every

employee worldwide. This code continues to serve as a

guide to our actions, advancing and protecting our core

values of Honesty, Integrity, Diversity, Quality, Respect,

Responsibility and Accountability.

It presents the information in clear, easy-to understand

terms, adding procedural guidelines that establish

steps for investigating and addressing possible

violations of the code. It also extends its scope to the

conduct of company directors, as well as employees

and officers. These changes and additions make The

Coca-Cola Company Code of Business Conduct a

powerful resource for protecting our Company's

reputation for integrity.

ENVIRONMENT POLICY:

Coca-Cola India is in the business of beverages that

refresh people. They will carry out our operations in

ways that Protect, Preserve and Enhance the

Environment we work in. their activities are guided by

Coca-Cola eKO system, which provides a framework to

transform this principle in actions.

Towards this objective, it shall endeavor to:

Establish, maintain and operate facilities to

comply with all applicable Environmental Safety

and Health laws, Statutes and Consents.

Formulating sound environmental objectives

and targets and integrate a continuous process

review in all essential elements of corporate

management.

Conservation of natural resources specifically in

water, energy and Fuel by continually improving

its usage and reducing wastage.

Working as catalyst to enhance collection of

post consumer PET bottles through awareness

programs and synergizing relevant agencies for

getting better pricing to the consumer.

Seek Co-operation with Public, Private and

Governmental Organizations in identifying

solutions to relevant environmental issues.

Advertising initiatives are to be critically

evaluated while advertising in Eco-sensitive

areas. Do not put advertisement on Historical

Monuments, Religious, Political Buildings &

Structures and other specially protected and

sensitive areas.

Using cooling equipment with environmentally

friendly technologies.

Managing fleet operations in a manner to

minimize environmental impacts by ensuring

good maintenance, improving & tracking fuel

efficiency and effectively managing wastes.

Ensuring Procurement policies that consider the

environmental impact of packaging materials

and all direct and indirect process aids used

within the operation.

Ensuring all operations implement eKO

Management System and requirements under

ISO 14001 before December 2004.

This policy has been communicated to all associates

of Coca-Cola India to ensure compliance and shall be

made available to public and interested parties on

demand.

SUPPLIER GUIDING PRINCIPLES

Workplace practices:

They expect from their suppliers to follow applicable

laws, and similar standards and principles in the

countries in which they operate.

An introduction to Workplace Practices:

The Coca-Cola Company, they support fair employment

practices in our relationships with their employees

consistent with a commitment to human rights in our

workplace, and we seek to provide a safe environment

in which to work. They abide by all applicable labour

laws in countries we do business including local laws

addressing working hours, compensation, employees’

rights to choose whether to be represented by third

parties and to bargain collectively, working conditions

and other such workplace practices.

They seek to create a workplace where individuals are

treated with dignity, fairness and respect. They

recognize value, respect and celebrate the cultural

differences and diversity of background and thought of

our employees.

Communication:

They expect suppliers to communicate these "Guiding

Principles for Suppliers to The Coca-Cola Company" to

their employees. These principles should be provided

in the local language and posted in an accessible place.

They also expect suppliers to develop and implement

appropriate business mechanisms to monitor

compliance with these Guiding Principles

Work Environment:

They expect our suppliers to judge their employees and

contractors based upon their ability to do their jobs

and not upon their physical and/or personal

characteristics or beliefs, affirming the principle of no

unlawful discrimination based on race, color, gender,

religion, national origin or sexual orientation.

Health & Safety:

They expect our suppliers to provide a safe workplace

with policies and practices in place to minimize the risk

of accidents, injury, and exposure to health risks.

Child & Forced Labour; Abuse Of Labour:

They neither expect our suppliers to employ anyone

under the legal working age nor to condone physical or

other unlawful abuse or harassment, or the use of

forced or other compulsory labour in any of their

operations.

Wages & Benefits:

They expect our suppliers to compensate their

employees fairly and competitively relative to their

industry in full compliance with applicable local and

national wage and hour laws, and to offer

opportunities for employees to develop their skills and

capabilities.

Collective Bargaining:

In the event their employees have lawfully chosen to

be represented by third parties, we expect our

suppliers to bargain in good faith and not to retaliate

against employees for their lawful participation in

labour organization activities.

Environmental practices:

At a minimum, company expect their suppliers to meet

applicable environmental laws, rules and regulations in

their operations in the countries in which they do

business

Communication:

We expect suppliers to communicate these "Guiding

Principles for Suppliers to The Coca-Cola Company" to

their employees. These principles should be provided

in the local language and posted in an accessible place.

We also expect suppliers to develop and implement

appropriate business mechanisms to monitor

compliance with these Guiding Principles.

Compliance With Laws:

At a minimum, suppliers to The Coca-Cola Company

and suppliers authorized by The Coca-Cola Company

will be required to meet the following standards with

respect to their operations as a whole:

Laws and Regulations :

Supplier will comply with all applicable laws,

rules, regulations and requirements in the

manufacture and distribution of our products

and supplies and in providing services to the

company.

Child Labour Supplier will not use child labour

as defined by local law.

Forced Labour Supplier will not use forced or

compulsory labour.

Abuse of Labour Supplier will not physically

abuse labour.

Collective Bargaining Supplier will respect

employees' rights to choose whether to be

represented by third parties and to bargain

collectively in accordance with local law.

Wages and Benefits Wages and benefits will

comply with local law.

Working Hours & Overtime Working hours

and overtime will comply with local law.

Health and Safety Working conditions will

comply with local regulations.

Environment Supplier will comply with all

applicable environmental laws

HUMAN RIGHT POLICY AND WORK PLKACE

RIGHT POLICY:

Human right policy:

The reputation of The Coca-Cola Company is built on

trust and respect. Their employees and those who do

business with us around the world know they are

committed to earning their trust with a set of values

that represent the highest standards of quality,

integrity, excellence, compliance with the law and

respect for the unique customs and cultures in the

communities where they operate.

Their Company has always endeavoured to conduct

business responsibly and ethically. They respect

international human rights principles aimed at

promoting and protecting human rights, including the

United Nations Declaration of Human Rights and the

International Labour Organization's Declaration on

Fundamental Principles and Rights at Work, and we

actively participate in the United Nations Global

Compact.

Workplace right policy:

The Coca-Cola Company's Workplace Rights Policy is

guided by international human rights standards,

including the Universal Declaration of Human Rights,

the International Labour Organization's Declaration on

Fundamental Principles and Rights at Work and the

United Nations Global Compact.

Policy includes the following components:

Freedom of Association and Collective Bargaining:

The Company respects their employees’ right to join,

form or not to join a labour union without fear of

reprisal, intimidation or harassment. Where employees

are represented by a legally recognized union, they are

committed to establishing a constructive dialogue with

their freely chosen representatives. The Company is

committed to bargaining in good faith with such

representatives.

Forced Labor:

The Company prohibits the use of all forms of forced

labour, including prison labour, indentured labour,

bonded labour, military labour or slave labour.

Child Labor :

The Company adheres to minimum age provisions of

applicable laws and regulations. The Company

prohibits the hiring of individuals that are under 18

years of age for positions in which hazardous work is

required. The Company’s prohibition of child labour is

consistent with International Labour Organization

standards.

Discrimination:

The Company values all employees and the

contributions they make and has a long-standing

commitment to equal opportunity and intolerance of

discrimination. Company are dedicated to maintaining

workplaces that are free from discrimination or

physical or verbal harassment on the basis of race, sex,

colour, national or social origin, religion, age, disability,

sexual orientation, political opinion or any other status

protected by applicable law.

Work Hours and Wages:

The Company compensates employees competitively

relative to the industry and local labour market. We

operate in full compliance with applicable wage, work

hours, overtime and benefits laws. We offer employees

opportunities to develop their skills and capabilities

and provide advancement opportunities where

possible.

Safe and Healthy Workplace:

The Company provides a safe and healthy workplace.

The company is dedicated to maintaining a productive

workplace by minimizing the risk of accidents, injury

and exposure to health risks.

Workplace Security:

The Company is committed to maintaining a workplace

that is free from violence, harassment, intimidation

and other unsafe or disruptive conditions due to

internal and external threats. Security safeguards for

employees are provided as needed and will be

maintained with respect for employee privacy and

dignity.

Community and Stakeholder Engagement:

The Company recognizes its impact on the

communities in which it operates. The company is

committed to engaging with stakeholders in those

communities to ensure that we are listening to,

learning from and taking into account their views as

they conduct their business. Where appropriate,

company are committed to engaging in dialogue with

stakeholders on workplace rights issues related to our

business and within our sphere of influence. Company

believes that local issues are most appropriately

addressed at the local level. The company is also

committed to creating economic opportunity and

fostering goodwill in the communities in which we

operate through locally relevant initiatives.

Guidance and Reporting for Employees:

The Coca-Cola Company creates workplaces in which

open and honest communications among all

employees are valued and respected. Coca-Cola is

committed to following all applicable labour and

employment laws wherever we operate.

QUALITY COMMITMENT POLICY:

Quality Assurances of A Billion:

The Coca-Cola Company exists to benefit and refresh

everyone it touches.

For Coca-Cola Company, Quality is more than just

something we taste or see or measure. It shows in our

every action. The company persistently strives to

exceed the world's ever-changing expectations

because keeping our Quality promise in the

marketplace for their highest business objective and

their enduring obligation.

Meeting International Certifications of Assurance:

The Coca-Cola quality system Assurance layer meets

the intent of international standards ISO 9001:2000,

ISO 14001 and OHSAS 18001. SGS and Lloyds of

London, internationally recognized registrars,

benchmarked The Coca-Cola Quality System against

ISO 9001:2000(Quality) and ISO 14001

(Environmental).

Systems That Have Controlled Quality over a Century:

The testing and inspection requirements, which have

been part of the Company’s day-to-day operations for

more than 100 years are strictly adhered to. The

operations Division of Coca-Cola India is governing and

supporting each of its bottling units so as to enable

them produce world-class products. The entire system

of The Coca-Cola Company is applicable throughout

the bottling operations and is supported with the same

technical and quality tools, systems, procedures and

standards. The company guarantee that each

operation must achieve the exactly the same end

results.

TOOL AND TECHNIQUES OF MOTIVATION:

Many theories have been founded to explain Motivation; however they have had their own critical acclamations. Let us simplify the tools and techniques to understand the motivational factor. Let us name them as Positive and Negative Tools and techniques.

Positivetools· Praise- one of the oldest methods used even today to motivate individuals. Effectively used in training and helping individual in learning new concepts.· Salary / wages/ increments- all these are fringe benefits used to motivate the employee, but this being only a temporary phase.· Recognition- this is a very positive tool, wherein the higher ups motivate the employees by recognizing their work potential, the employee feels highly motivated when his work gets recognized, rather than just giving him a big pay packet.· New roles- when an employee is given higher roles, they themselves act as motivators rather than working for years on the same routine job.· Social atmosphere and working conditions-also play a crucial role in motivating the employee in his work. When the employee is surrounded by equally motivated lot, he/she is bounded to be motivated and

vise versa.· Needs-All of us have needs which are varied and ranked by us differently, hence it is important for the boss to have a clear cut measuring method to know the varied interests of their workforce.

NegativeTools :

· Punishment-When an employee is punished for doing the wrong style of working, the punishment itself can make wonders in motivating the employee to do a good job.· Reinforcement-Whatever the work style, or project the employee undertakes, it is important that the employee knows whether it is wrong or right. or what the amendments he has to do, the knowledge of result is a must, otherwise, the concept of motivation doesn’t arise.

· Critical evaluation- this helps the employee to improve his Motivational theories

The incentive theory of motivation:

A reward, tangible or intangible, is presented after the occurrence of an action (i.e. behaviour) with the intent to cause the behaviour to occur again. This is done by associating positive meaning to the behavior. Studies show that if the person receives the reward immediately, the effect would be greater, and

decreases as duration lengthens. Repetitive action-reward combination can cause the action to become habit. Motivation comes from two sources: oneself, and other people. These two sources are called intrinsic motivation and extrinsic motivation, respectively.

Applying proper motivational techniques can be much harder than it seems. Steven Kerr notes that when creating a reward system, it can be easy to reward A, while hoping for B, and in the process, reap harmful effects that can jeopardize your goals.

A reinforcer is different from reward, in that reinforcement is intended to create a measured increase in the rate of a desirable behaviour following the addition of something to the environment.

Drive-reduction theories:

There are a number of drive theories. The Drive Reduction Theory grows out of the concept that we have certain biological drives, such as hunger. As time passes the strength of the drive increases if it is not satisfied (in this case by eating). Upon satisfying a drive the drive's strength is reduced. The theory is based on diverse ideas from the theories of Freud to the ideas of feedback control systems, such as a thermostat.

Drive theory has some intuitive or folk validity. For instance when preparing food, the drive model appears to be compatible with sensations of rising hunger as the food is prepared, and, after the food has been consumed, a decrease in subjective hunger. There are several problems, however, that leave the validity of drive reduction open for debate. The first problem is that it does not explain how secondary rein forcers reduce drive. For example, money satisfies no biological or psychological needs, but a pay check appears to reduce drive through second-order conditioning. Secondly, a drive, such as hunger, is viewed as having a "desire" to eat, making the drive a homunculus being - a feature criticized as simply moving the fundamental problem behind this "small man" and his desires.

In addition, it is clear that drive reduction theory cannot be a complete theory of behavior, or a hungry human could not prepare a meal without eating the food before they finished cooking it. The ability of drive theory to cope with all kinds of behavior, from not satisfying a drive (by adding on other traits such as restraint), or adding additional drives for "tasty" food, which combine with drives for "food" in order to explain cooking render it hard to test.

Cognitive dissonance theory:

Suggested by Leon Festinger, this occurs when an individual experiences some degree of discomfort resulting from an incompatibility between two cognitions. For example, a consumer may seek to reassure himself regarding a purchase, feeling, in retrospect, that another decision may have been preferable.

Another example of cognitive dissonance is when a belief and a behavior are in conflict. A person may wish to be healthy, believes smoking is bad for one's health, and yet continues to smoke.

Need theories

Need hierarchy theory

Abraham Maslow's theory is one of the most widely discussed theories of motivation.

The theory can be summarized as follows:

Human beings have wants and desires which influence their behavior. Only unsatisfied needs influence behavior, satisfied needs do not.

Since needs are many, they are arranged in order of importance, from the basic to the complex.

The person advances to the next level of needs only after the lower level need is at least minimally satisfied.

The further the progress up the hierarchy, the more individuality, humanness and psychological health a person will show.

The needs, listed from basic (lowest-earliest) to most complex (highest-latest) are as follows:

Physiology Safety Belongingness Self-esteem Self actualization

Herzberg’s two-factor theory:

Frederick Herzberg's two-factor theory, aka intrinsic/extrinsic motivation, concludes that certain factors in the workplace result in job satisfaction, but if absent, lead to dissatisfaction.

The factors that motivate people can change over their lifetime, but "respect for me as a person" is one of the top motivating factors at any stage of life.

He distinguished between:

Motivators ; (e.g. challenging work, recognition, responsibility) which give positive satisfaction, and

Hygiene factors ; (e.g. status, job security, salary and fringe benefits) that do not motivate if present, but, if absent, result in demotivation.

The name Hygiene factors is used because, like hygiene, the presence will not make you healthier, but absence can cause health deterioration.

The theory is sometimes called the "Motivator-Hygiene Theory."

Herzberg's theory has found application in such occupational fields as information systems and in studies of user satisfaction).

Alderfer’s ERG theory

Clayton Alderfer, expanding on Maslow's hierarchy of needs, created the ERG theory (existence, relatedness and growth). Physiological and safety, the lower order needs, are placed in the existence category, while love and self esteem needs are placed in the relatedness category. The growth category contains our self-actualization and self-esteem needs.

Self-determination theory:

Self-determination theory, developed by Edward Deci and Richard Ryan, focuses on the importance of intrinsic motivation in driving human behavior. Like Maslow's hierarchical theory and others that built on it, SDT posits a natural tendency toward growth and development. Unlike these other theories, however, SDT does not include any sort of "autopilot" for

achievement, but instead requires active encouragement from the environment. The primary factors that encourage motivation and development are autonomy, competence feedback, and relatedness.